DisasterTrainingCenter:Foundations for Churches, Organizations, and

Individuals Responding to Disasters

Dr. Naomi Paget, BCC, BCCC, BCISM Fellow,NationalCenterforCrisisManagement

Fellow,AmericanAcademyofExpertsinTraumaticStress

K-LOVECrisisResponseCare

Disaster Training Center:Foundations for Churches, Organizations, and Individuals Responding to Disasters

Dr. Naomi Paget, BCC, BCCC, CCISM

Fellow, American Academy of Experts in Traumatic Stress

Fellow, National Center for Crisis Management

OVERVIEWA 30,000 foot view of disasters and crisis situations

Types of Disasters

• Natural Disasters

• Man-made Disasters

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What Happens During A Community Disaster?

• Great numbers of people are involved• Extensive physical destruction• Massive numbers of displaced people and

animals• Interruption of transportation• Interruption of public utilities• Severe losses – business, industry• Huge financial losses for individuals• Political confusion

Post-Disaster Needs• Recovery Needs:

– Repair homes and businesses– Remove debris– Provide food and water

• Long Term Needs:– Rebuilding– Financial support– Jobs

“Victim” Classifications

• Directly impacted person

• Indirectly impactedperson

• Hidden impactedperson

Victim / Survivor / Impacted / Affected Person

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Emerging Issues for People and Groups Involved in Disasters

• Directly impacted persons• Indirectly impacted persons• Family and Loved Ones• First Responders• Disaster Relief Workers

Four Phases of Emergency Management

DISASTER

Phases of Disaster or Crisis

Time Line1 to 3 days 24 hrs. to 6 wks. 2 to 5 years - can vary per victim

Impact Recoil Reorganization

Predisaster

Threat/Warning

Emergency

Heroic

Honeymoon (Community Cohesion)

RecoveryLong Term Rebuild

DisillusionmentProfound Reactions to event

Secondary Injuries

Struggle to Adapt

ReintegrateInventory

Reconstruction

Possible Long Term reaction: PTSD/Grief

A New Beginning

Trigger Events and Anniversary Reactions

Zunin, L.M. & Myers, D., 2000

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What are the possibilities?

• Direct Care– Spiritual Care (Chaplains, Disaster Spiritual Care)

– Crisis Intervention Teams

– Behavioral Health (counseling, nursing, social work)

• Disaster Recovery– Sheltering

– Mass Distribution

– Debris Removal

– In‐kind Donation Management

– Other special services (MARC, LAC, FAC, etc.) 

What are the national expectations?

• Federal Emergency Management Agency ‐ FEMA

– Build a culture of preparedness – help people prepare

• National Voluntary Organizations Active inDisasters (National VOAD)

– Points of Consensus, Guidelines, Resources

• National VOAD Member Organizations

– Policies, procedures, codes, statements ofunderstanding

• Ecclesiastical Disaster Relief Organizations

– Background checks, accountability statements, mission

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From the National VOAD DSC Guidelines

Guidelines for DSC competency• Personal attributes

– Sensitivity, respect, spiritual maturity, ethicalapproach, truthfulness, confidential, inspire confidence and hope

• Knowledge

– Familiarity with National VOAD POC; working theory ofstress, grief, trauma, disaster phases and cycle; understanding of crisis communication and crisis intervention; know effective coping strategies

– Personal theological/religious framework for disaster

– Principles of ethical standards

– Organizational structure of disaster response

Guidelines for DSC competency• Skills

– Expressive communication ‐ speaking

– Receptive communication – listening

– Ability to assess and identify common crisis reactions

– Ability to use a broad range of supportive actions• Meet basic needs, advocacy/liaison, active listening, facilitating catharsis (venting), providing social support,work effectively as a team, establish trusting relationships, provide information, theologically reflect and learn from the disaster experience

– Ability to orient and adapt to disaster scene• Acclimate, facilitate, collaborate, adapt

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Guidelines for DEC competency• Attributes, Knowledge and Skills

– Effective communication, confidentiality, privacy

– Accurate documentation

– Effective connection in diversity

– Good collaboration, leadership and followership

– Knowledge of principles, techniques, procedures, and resources for providing emotional care

– Empathetic connection, non‐judgmental, emotional stability, patient, good observationskills, flexible, adaptable, tactful

What are the training resources?• FEMA

– https://training.fema.gov/is/crslist.aspx

• National VOAD and Member Organizations– https://www.nvoad.org/resource‐center/member‐resources/

• Ecclesiastical Disaster Relief Organizations

• The Salvation Army– https://disaster.salvationarmyusa.org/training/

• American Red Cross– https://www.redcross.org/take‐a‐class/disaster‐training

•

Training Resources, continued

• Green Cross– https://greencross.org/training‐ce/

• SAMHSA (Substance Abuse and Mental HealthServices Administration– https://www.samhsa.gov/practitioner‐training

• National Center for Disaster Preparedness– https://ncdp.columbia.edu/practice/training‐education/online‐face‐to‐face‐training/

• Habitat for Humanity– https://www.habitat.org/volunteer

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Training Resources, continued

• KLOVE Crisis Response Care

– http://cms.crisisresponse.org/Train/

• Convoy of Hope

– https://www.convoyofhope.org/get‐involved/volunteer/

• Billy Graham Rapid Response

– https://billygraham.org/what‐we‐do/evangelism‐outreach/rapid‐response‐team/chaplaincy/

Training Resources, continued

• CERT (Community Emergency Response Team)

– https://www.ready.gov/community‐emergency‐response‐team

• Samaritan’s Purse

– https://www.samaritanspurse.org/our‐ministry/nam/#volunteer‐now

• Send Relief (Southern Baptist)

– https://www.sendrelief.org/crisis‐response/

DISASTER RESPONSE IS NOT FOR EVERYONE

Each person must ask if this is the right time, right event, right mission, right reason to respond

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Should I go?

Here am I…

What about the family…

What about?

But…

PLANNING FOR RESPONSE TO DISASTERS

Planning gives substance to hopes and wishful thinking…

What you need to know about specific types of disaster response

• What are the needs for this type ofdisaster?

• Which agency has jurisdictional authority?– Has legal authority to enforce procedures

– Homeland Security, FBI, DOD, DHHS, Police, Fire, Emergency Manager

– Red Cross, others

• Do you have the resources to respond?– People, finances, time, space ‐ ENERGY

• What are the rules for engagement?

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How to create a strategic plan for disaster response

• Who will we serve?

– Impacted people or the responders

• What will we do?

– Types of services we will provide

• When will we provide the services?

– Begin with the end in mind – plan an exit strategy

• Where will we provide the services?

– In your own facility, in the community, at ground zero

• Which people from our group will “go?”

– Not everyone is available or the “right” person to serve

Who will we serve?

• Impacted people

– Your own group who are impacted

– Your community people who are impacted

– Responders within your community who are serving

– Responders who come from outside your community

• Who, specifically within the group

– Children, adults, animals

– Cultural groups (language, religious, ethnic, etc.)

– Which agencies, organizations, institutions

YOU CANNOT SERVE EVERYONE

When you encounter a person or group who needs support and you cannot provide the support they need, you must refer or seek mutual aid . . .

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What will we do?

• Assess the knowledge, skills, and resources ofyour group who will provide the services– What is their commitment to the response?

– What is their availability?

– What are their gifts, talents, interests, calling?

– What is their prior experience?

– Are they among the disaster impacted?

• What are the resources of your group?– Facility, finances, community influence

– Ecclesiastical or organizational resources

Typical services provided

• Emotional and Spiritual Care– Disaster Spiritual Care (chaplaincy)

– Critical Incident Stress Management (crisis response teams)

– Disaster Emotional Care (behavioral/mental health)

• Recovery– Debris removal

– Sheltering

– Mass distribution

– In‐Kind donation management

How to implement a response to  disasters

FEMA’s Incident Command System

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Convoy of Hope

Liiaison Officer

Disaster Relief Director

Operations

ESC

DSC CISM DEC

Recovery

Debris Removal Distribution Sheltering

Planning Logistics

Resources Field Support

Finance & Admin

Donations Volunteers Records

Public Information Officer

Possible Church Organizational Chart

Operations in more detail . . .

Operations

Emotional & Spiritual Care

Disaster Spiritual Care

Critical Incident Stress Management

Disaster Emotional 

Care

Recovery

Debris Removal

Mass Distribution

ShelteringIn‐Kind 

Donations

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YOU CANNOT DO EVERYTHING FOR EVERYONE

Your must protect people from further harm, meet basic survival needs, provide compassion and active listening, promote coping strategies, connect them to social support, and link them to other services as required and necessary. 

Phases of Disaster or Crisis

Time Line1 to 3 days 24 hrs. to 6 wks. 2 to 5 years - can vary per victim

Impact Recoil Reorganization

Predisaster

Threat/Warning

Emergency

Heroic

Honeymoon (Community Cohesion)

RecoveryLong Term Rebuild

DisillusionmentProfound Reactions to event

Secondary Injuries

Struggle to Adapt

ReintegrateInventory

Reconstruction

Possible Long Term reaction: PTSD/Grief

A New Beginning

Trigger Events and Anniversary Reactions

Zunin, L.M. & Myers, D., 2000

When will we provide the services?• Pre‐Disaster

– Mitigation (reduce risk, minimize emergency)

– Preparedness (planning, enlisting, training, exercising, organizing)

• Emergency– Save lives, property, animals

– Evacuation, sheltering

• Response– Incident stabilization

– Mass care

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When will we provide the services?• Recovery

– Debris removal and management• Individual property

• Community property

– Health and social services• Medical clinics

• Emotional and spiritual care, crisis interventions, behavioralhealth 

– Temporary and long term housing

– Economic recovery

– Anniversary remembrance events and rituals

Where will we provide the services?

• Your organizational facility– Office, place of business, school– Church, synagogue, temple, house of worship

• “Ground Zero”– point of the most severe damage or destruction

• Impacted neighborhoods– Residences– Businesses

• Community Centers– MARC, LAC, FAC

Which people from our group will “go?”

• Executive / Pastoral staff

• Members of our organizations

– Professionals

– Trained Adult Volunteers

– Untrained Adult Volunteers

– Youth Volunteers

• Affiliates of our organizations

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RESPONDING TO DISASTERSDon’t “react” – “respond” after assessing, planning, and  preparation

Becoming an emotional & spiritual care provider in disasters

• Disaster Spiritual Care (DSC)

• Critical Incident Stress Management (CISM)

• Disaster Emotional Care (DEC)

Becoming an emotional & spiritual care provider in disasters

• Disaster Spiritual Care (DSC)

– Local providers are primary

– Partner with disaster mental health

– Recognize the right of each person to hold to his or her own existing values and traditions

– Refrain from forcing unwanted prayer, gifts,literature

– Refrain from manipulation and exploitation

– Respect diversity and differences

– Provide appropriate and respectful spiritual care

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Becoming an emotional & spiritual care provider in disasters

• Critical Incident Stress Management (CISM)– Stabilize

– Acknowledge the event and reactions

– Facilitate understanding by normalizing reactions

– Provide mechanisms of action to mitigate distress

– Refer or resource as appropriate

– Provide 1:1 interventions

– Provide large group interventions

– Provide small group interventions

– No counseling, therapy, or long‐term care

Becoming an emotional & spiritual care provider in disasters

• Disaster Emotional Care (DEC)– Disaster emotional care promotes resilience

– Local providers are primary resources 

– Caregivers must receive support services, too

– Respect diversity and differences

– Partner with Disaster Spiritual Care

– Adhere to high standards of professional ethics

– Provide care throughout the disaster cycle

– Specialized training is necessary for effective care

– Is not counseling or psychotherapy

Responding in Recovery Activities• Debris removal

• Mass distribution

• Sheltering

• In‐Kind donation management

• Other possibilities– Water purification

– Childcare

– Mass feeding

– Clean‐up

• Supporting existing & incoming recoveryactivities

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Helping Survivors Rebuild

• Presence through the continuum• Connecting• Safety & control• Practical assistance with basic needs• Balancing “doing for” vs. “doing with”• Support network• Self-esteem & resiliency• Education & information• Life outside grief & loss• Rituals & memorials beyond the funeral• Follow-up & follow through

SUPPORTING A RESPONSE TO DISASTERS

Resources for the Team

• ID badges – FEMA approved

• “Uniforms”

• Training & supervision

• Daily stress mitigation

– Information

– “Debriefings”

• Recognition & celebration

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FEMA approved ID badges

Field Support for the Team

• Transportation

• Housing

• Meals

• Communication

• Administrative support

• Self‐Care

• Leadership

• Emotional & Spiritual Psychological First Aid

FINANCE & ADMINISTRATIONAccurate record keeping is preparation for the next disaster

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Financial donation management

• Income– Event specific– “Disaster Relief”– General church or organizational ministry– Individual specific – “scholarships”

• Distribution– Debit cards– Credit cards– Cash

• “Left Over” donations/funds

Enlisting and credentialing volunteers

• Recruiting volunteers

– From your local organizational membership

– From your broader organizational membership

– From the general community

• Vetting volunteers

– Personhood

– Knowledge

– Skills

• Background checks

Other considerations for volunteers

• Disabilities• Functional access needs• Age• Gender• Language, ethnicity, and other cultural resources• Previous experience and training• Recent losses or critical events• Community network, contacts, and resources

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Maintaining Records

• Full contact information for each volunteer

– Dates of service

– Specific type of response

• Ministry/service contacts

– Location of response

– Type of ministry/service provided

– “Job” status – completion?

FINAL WORDS FROM YEARS OF  DISASTER EXPERIENCE

Wisdom is knowing that you can’t know everything…

Begin with Strategic Planning

• Identify immediate needs• Identify the target for your disaster ministry• Identify the resources you can provide to thedisaster ministry

• Identify the ministry interventions you areprepared to provide

• Identify who will lead and manage the ministry• Identify regional and national resources• Identify the training and education you willprovide to prepare your volunteers

20

Employ Strategic Implementation

• Identify the timetable for your disasterministry participation

• Identify the “exit plan” conditions, date, andmethod

• Create the implementation process

• Identify the managers of and during theimplementation process

• Vet and thank your volunteers who participatein the implementation of the disaster ministry

Apply Strategic Evaluation• Evaluate the effectiveness of the disasterministry

• Evaluate the providers of the ministry and thevetting process

• Evaluate the results of the disaster ministry– Emotional & Spiritual Care

– Recovery

• Evaluate the implementation process

• Evaluate the scope of ministry provided

• Evaluate the resources used

• Evaluate the collaboration with other agencies

Resources• Naomi Paget & Janet McCormack. The Work of the Chaplain. Valley

Forge: Judson Press, 2006.

• Naomi Paget. Disaster Relief Chaplain Training Manual. Alpharetta,GA: North American Mission Board, 2016.

• Stephen Roberts and Willard W. C. Ashley, Sr., eds. Disaster SpiritualCare: Practical Clergy Responses to Disasters. Woodstock: Skylights Path, 2007.

• National Voluntary Organizations Active in Disasters. Disaster SpiritualCare Points of Consensus, 2018.

• National Voluntary Organizations Active in Disasters. Disaster Emotional Care Points of Consensus, 2015.

• National Voluntary Organizations Active in Disasters. Disaster SpiritualCare: Guidelines, 2014.

• National Voluntary Organizations Active in Disasters. Disaster Emotional Care: Guidelines, 2019 in final approval phases.

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Resources• Kevin Massey. Light Our Way, 2nd Ed.Washington D.C.: National VOAD,

Emotional and Spiritual Care Committee, 2018. 

• Convoy of Hope. 7 Steps of Local Disaster Engagement: CommunityAssessment – Community Engagement,  2019.

• FEMA. Engaging Faith‐Based and Community Organizations: Planning Considerations for Emergency Managers. https://training.fema.gov/is/courseoverview.aspx?code=IS‐288.a 

• Southern Baptist Disaster Relief.  Church Disaster Preparation.Alpharetta, GA : North American Mission Board, 2013.

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Ratified by Full Membership, 2009

DISASTER SPIRITUAL CARE

In 2006 the National Voluntary Organizations Active in Disaster’s Emotional and Spiritual Care Committee published Light Our Way to inform, encourage and affirm those who respond to disasters and to encourage standards insuring those affected by disaster receive appropriate and respectful spiritual care services. As a natural next step following the publication of Light Our Way and in the spirit of the NVOAD “Four C’s” (cooperation, communication, coordination and collaboration), the Emotional and Spiritual Care Committee then began working to define more specific standards for disaster spiritual care providers. The following ten “points of consensus” set a foundation for that continuing work.

1. Basic concepts of disaster spiritual care1

Spirituality is an essential part of humanity. Disaster significantly disrupts people’s spiritual lives. Nurturingpeople’s spiritual needs contributes to holistic healing. Every person can benefit from spiritual care in time ofdisaster.

2. Types of disaster spiritual care2

Spiritual care in disaster includes many kinds of caring gestures. Spiritual care providers are from diversebackgrounds. Adherence to common standards and principles in spiritual care ensures that this service isdelivered and received appropriately.

3. Local community resourcesAs an integral part of the pre-disaster community, local spiritual care providers and communities of faith areprimary resources for post-disaster spiritual care. Because local communities of faith are uniquely equipped toprovide healing care, any spiritual care services entering from outside of the community support but do notsubstitute for local efforts. The principles of the National VOAD - cooperation, coordination, communicationand collaboration - are essential to the delivery of disaster spiritual care.

4. Disaster emotional care and its relationship to disaster spiritual care3

Spiritual care providers partner with mental health professionals in caring for communities in disaster. Spiritualand emotional care share some similarities but are distinct healing modalities. Spiritual care providers can be animportant asset in referring individuals to receive care for their mental health and vice versa.

5. Disaster spiritual care in response and recovery4

Spiritual care has an important role in all phases of a disaster, including short-term response through long-termrecovery. Assessing and providing for the spiritual needs of individuals, families, and communities can kindleimportant capacities of hope and resilience. Specific strategies for spiritual care during the various phases canbolster these strengths.

1 See Light Our Way pp. 52-54. 2 Ibid. 3 Ibid. 4 Ibid.

NATIONAL VOLUNTARY ORGANIZATIONS ACTIVE IN DISASTER

POINTS OF CONSENSUS

23

Ratified by Full Membership, 2009

6. Disaster emotional and spiritual care for the care giver Providing spiritual care in disaster can be an overwhelming experience. The burdens of caring for others in this context can lead to compassion fatigue. Understanding important strategies for self-care is essential for spiritual care providers. Disaster response agencies have a responsibility to model healthy work and life habits to care for their own staff in time of disaster.5 Post-care processes for spiritual and emotional care providers are essential.

7. Planning, preparedness, training and mitigation as spiritual care components6

Faith community leaders have an important role in planning and mitigation efforts. By preparing their congregations and themselves for disaster they contribute toward building resilient communities. Training for the role of disaster spiritual care provider is essential before disaster strikes.

8. Disaster spiritual care in diversity

Respect is foundational to disaster spiritual care. Spiritual care providers demonstrate respect for diverse cultural and religious values by recognizing the right of each faith group and individual to hold to their existing values and traditions. Spiritual care providers:

refrain from manipulation, disrespect or exploitation of those impacted by disaster and trauma. respect the freedom from unwanted gifts of religious literature or symbols, evangelistic and sermonizing

speech, and/or forced acceptance of specific moral values and traditions.7 respect diversity and differences, including but not limited to culture, gender, age, sexual orientation,

spiritual/religious practices and disability.

9. Disaster, trauma and vulnerability People impacted by disaster and trauma are vulnerable. There is an imbalance of power between disaster responders and those receiving care. To avoid exploiting that imbalance, spiritual care providers refrain from using their position, influence, knowledge or professional affiliation for unfair advantage or for personal, organizational or agency gain.

Disaster response will not be used to further a particular political or religious perspective or cause – response will be carried out according to the need of individuals, families and communities. The promise, delivery, or distribution of assistance will not be tied to the embracing or acceptance of a particular political or religious creed. 8

10. Ethics and Standards of Care

NVOAD members affirm the importance of cooperative standards of care and agreed ethics. Adherence to common standards and principles in spiritual care ensures that this service is delivered and received appropriately. Minimally, any guidelines developed for spiritual care in times of disaster should clearly articulate the above consensus points in addition to the following:

Standards for personal and professional integrity Accountability structures regarding the behavior of individuals and groups Concern for honoring confidentiality* Description of professional boundaries that guarantee safety of clients* including standards regarding

interaction with children, youth and vulnerable adults Policies regarding criminal background checks for service providers Mechanisms for ensuring that caregivers function at levels appropriate to their training and educational

backgrounds* Strong adherence to standards rejecting violence against particular groups Policies when encountering persons needing referral to other agencies or services Guidelines regarding financial remuneration for services provided

5 Ibid. 6 Ibid. 7 Church World Service “Standard of Care for Disaster Spiritual Care Ministries” 8 Church World Service “Common Standards and Principles for Disaster Response” *See Light Our Way p. 16

24

Ratified by Full Membership, October 2013

CLEAN UP, REPAIR AND REBUILD

National VOAD members agree to adhere to the following:

1. Cleanup and long term recovery assistance will be provided with dignity and in a respectful, non-judgmental, and nondiscriminatory manner.

2. Safety standards, including standards for handling of known hazardous materials, will be in place for field staff and volunteers prior to the start of work.

3. Support and engage with the communication and coordination systems in use in each community and promote a central and inclusive system for intakes, referrals, tracking and reporting of cleanup assistance.

4. Work will be done only upon written consent of the client. A clear scope of work will be agreed upon and signed before work begins.

5. Clients and residents will be encouraged and permitted to salvage any items before and during cleanup work.

6. Assist clients to repair and rebuild who have gone through a case management process consistent with the National VOAD Disaster Case Management Points of Consensus. 1

7. Repairs and rebuilds will be done, at a minimum, in accordance with the International Residential Code and local codes, with local codes prevailing if there is a discrepancy between the two. We agree to aspire to the highest workmanship feasible.2 Members will encourage Long Term Recovery Groups to repair and rebuild above and beyond the International Residential Code and local codes. As a part of a larger commitment to our donors and the communities where we work we will adhere to the following guidelines:

Repair and rebuild with materials and practices that are energy efficient. 3 Mitigation practices will be used whenever possible to minimize the risk of future events. 4

8. Repairs and rebuilds for disabled clients will be done in a way that gives the client needed access to the home. ADA standards, while not required under residential building code, should be considered and used whenever feasible. 5

9. Skilled construction person(s) will be available to supervise all volunteer work, and offer guidance throughout the long term recovery process.

10. Local character of the client’s community and cultural norms will be respected as they pertain to the repairing and rebuilding of the client’s home. This may depend upon the resources available to the LTRG.

1 For the National VOAD Disaster Case Management Points of Consensus see http://www.nvoad.org/ 2 For more information see http://www.iccsafe.org/ 3 For more information see Southface http://www.southface.org/ , The Energy & Environmental Building Alliance http://www.eeba.org/ and the U.S. Department of Energy http://www1.eere.energy.gov/buildings/residential/

4 For more information see FEMA’s Mitigation Best Practices (http://www.fema.gov/plan/prevent/bestpractices/ index.shtm) and the Federal Alliance for Safe Home http://www.flash.org/

5 For more information see http://www.ada.gov/

POINTS OF CONSENSUS

25

Ratified by Full Membership, May 2011

MASS CARE

Mass Care services in a disaster are intended to minimize the immediate, disaster-caused suffering and address the urgent needs of people through the provision of food, shelter, supplies and other support services. These provisions are intended as supplemental to individual preparedness.

Mass Care providers will:

1. Be transparent and collaborate with non-governmental organizations, government agencies and the private sector to provide Mass Care services.

2. Determine the scope, scale, type and duration of Mass Care services based on the impact of the disaster, community demographics, culture, economy and geography of the affected region and respond accordingly.

3. Provide care with dignity and respect, in a non-judgmental, confidential and non-discriminatory manner.

4. Provide services in a manner that ensures the safety, security and well-being of all, particularly children, youth and older adults.

5. Strive to offer reasonable accommodations for people with disabilities and functional needs.

6. Provide a safe place for individuals and families. Respect for the cultural and religious differences of residents will be maintained. Consideration will be given for the care of household pets.

7. Distribute food in a responsive, transparent and equitable manner. Every effort will be made to ensure meals meet the cultural, ethnic, religious and dietary needs of the affected individuals.

8. Distribute relief supplies in an equitable and coordinated manner while placing priority on items related to basic survival, health and sanitation.

NATIONAL VOLUNTARY ORGANIZATIONS ACTIVE IN DISASTER

POINTS OF CONSENSUS

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DISASTER EMOTIONAL CARE

In May 2005, the Emotional and Spiritual Care Committee of the National Voluntary Organizations Active in

Disaster (National VOAD) approved points of consensus regarding provision of early psychological intervention

for persons affected by disaster. The following statements about Early Psychological Intervention were

included: Early Psychological Intervention is valued, has multiple components, requires specialized training to

deliver, and represents one point of a continuum of emotional care. This Points of Consensus document was

subsequently incorporated into guidelines for disaster emotional care by National VOAD member

organizations.

In 2013, the National VOAD’s Emotional and Spiritual Care Committee appointed a new subcommittee to write

an updated list of agreed upon principles to guide both National VOAD organizations and community care

providers to prepare for, respond to, and promote recovery from disaster. In the spirit of the National VOAD

“Four C’s” (cooperation, communication, coordination and collaboration), this document expands and replaces

the 2005 Early Psychological Intervention Points of Consensus, complements the Disaster Spiritual Care

Points of Consensus approved in 2009, and reflects current knowledge and ethical principles for disaster

emotional care provision.

The following ten points of consensus are minimal standards, ethical, or operational principles specific to

Disaster Emotional Care. To continue as a member of National VOAD, organizations are required to agree to

abide by approved Points of Consensus. This document was presented by the Disaster Emotional Care

subcommittee to the National VOAD Emotional and Spiritual Care Committee in May 2014. Guidelines to

outline the implementation of the principles contained in this document are under development.

1. Basic concepts of disaster emotional care

a) Disaster emotional care is a valuable component of comprehensive disaster preparedness, response, and recovery.

b) Disaster emotional care promotes resilience, helps mitigate long and short-term psychological consequences of disaster, and facilitates recovery.

c) Disaster emotional care includes a range of supportive actions grounded in concepts of resilience and behavioral health.

d) Disaster emotional care activities are informed by relevant research and established best practices. e) Disaster emotional care is not psychotherapy, nor a substitute for psychotherapy. However, it is often

the first step that could lead to professional counseling and psychotherapy. f) Disasters significantly affect everyone and their communities, including individuals, family and social

networks, rescue workers, health care providers, faith communities and spiritual care providers, impacted businesses, and vulnerable populations.

g) People impacted by disaster will experience a range of emotional responses, of varying intensity and duration.

h) People’s emotional responses to disaster are influenced by a variety of factors, including degree of exposure, individual resilience, and recovery environment.

i) Specialized training is necessary for effective disaster emotional care.

NATIONAL VOLUNTARY ORGANIZATIONS ACTIVE IN DISASTER

POINTS OF CONSENSUS

27

2. Types of disaster emotional care

Emotional care is provided across the disaster continuum from preparedness to response and recovery. Emotional care takes many forms, and emotional care providers are from diverse professional backgrounds.

Accepted types of disaster emotional care include, but are not limited to:

Preparedness activities

Assessment and triage activities

Psychosocial support activities

Early psychological intervention activities

Recovery activities

3. Capacity building, readiness and planning components of disaster emotional care Capacity building involves identifying and recruiting appropriate disaster emotional care providers. In order to deliver effective disaster emotional care, it is essential that providers engage in training and exercises, and become affiliated with a disaster relief organization. Disaster emotional care providers have an important role in planning and mitigation efforts and contribute toward building resilient communities.

4. Local community resources Local providers of emotional care are an integral part of their communities pre-disaster and therefore are primary resources for also providing post-disaster emotional care services. Because local providers of emotional care are uniquely equipped to serve their communities, any emotional care services from outside the community support but do not substitute for local efforts. In this context, the principles of the VOAD movement – cooperation, communication, coordination, and collaboration – are essential to the delivery of emotional care.

5. Disaster emotional care and resilience Resilience is defined as the strengths of an individual or community to respond well to adversities. Resilience can be both inborn and developed, and most people are inherently resilient. Research suggests that most people impacted by a disaster will return to pre-disaster levels of functioning and some people will grow as a result of the experience. Disaster emotional care providers should encourage survivors to recognize and strengthen their resilience as a part of disaster emotional care intervention.

6. Disaster emotional care in recovery In order for communities to fully recover and integrate the disaster into their history, emotional care is essential as part of a program of services. Disaster emotional care providers work with state and local recovery committees to offer services related to the disaster, encourage programs aimed at strengthening community resilience, and facilitate counseling and supportive services for persons in need. Pre-existing community programs are the primary emotional care providers whose capacity to serve the community will be acknowledged, supported, and strengthened.

7. Disaster emotional care for the caregiver Providing emotional care in disaster can be an overwhelming experience. The burdens of caring for others in this context can lead to compassion fatigue. Understanding important strategies for self-care is essential for emotional care providers. Disaster response agencies have a responsibility to care for their own staff during all phases of disaster deployment and to model healthy work and life habits. Post-deployment support processes for emotional care providers are also essential.

8. Disaster emotional care and its relationship to disaster spiritual care1 Mental health professionals partner with spiritual care providers in caring for individuals and communities in

disaster. Spiritual and emotional care are important components of comprehensive disaster care; these share some similarities but are distinct healing modalities. Spiritual care providers are important partners in referring individuals to receive care for their mental health and vice versa.

1 See Light Our Way pp. 52-54 28

9. Disaster emotional care and diversity

As a foundation of disaster emotional care, providers respect diversity among colleagues in emotional and spiritual care and within communities served, including but not limited to race, ethnicity, culture, gender, age, sexual orientation, spiritual/religious practices, socioeconomic status, and disability. Disaster emotional care providers strive for cultural awareness and sensitivity, and adapt care strategies to address cultural differences in the individuals and communities they serve.

10. Ethics and Standards of Care

National VOAD members affirm the importance of professional standards of care and the obligation to follow legal and ethical guidelines. Adherence to common standards and principles promotes the delivery of effective and appropriate disaster emotional care.

Disaster emotional care services should incorporate the principles of:

Personal and professional integrity

Accountability and responsibility

Recognition of the boundaries of one’s competence

Respect for people’s rights and dignity, including privacy and self-determination

Promotion of safety and protection of people affected by disaster

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“Impact and Heroic” Stage – Large Regional and National Disasters What do I do now? Congregational and Community Work

If you’re reading this, you’ve probably in one of two situations: 1) you’ve just

been through a major disaster and are hoping to find some quick tips on what to do now,

or 2) you know that major disasters will happen and you want to be prepared. I hope

you’re in the second group. In either case, this chapter will give you strategic

methodology for responding to large regional and national disasters as a congregation or

as a community. You will find strategic ideas in planning, implementation, evaluation,

and education as you provide disaster spiritual care.

No one expected the kind of destruction that Hurricane Katrina would bring to our city. No one expected the kind of weakness our churches would experience after the flood. No one expected the overwhelming sense of inadequacy we would feel as a community of believers. We should have had an emergency plan and a way to get some ministry done. We weren’t ready and we made a lot of mistakes. Now we know that planning and education are essential. Now we know that we need to train laity to be leaders in crisis situations. Now we know that we must learn from our mistakes and we must teach others to be prepared. Pastor E.S., New Orleans, 2005

The history of major disasters is as ancient as war, pestilence, and catastrophe.

These incidents of disaster include natural disasters and human-caused disasters that may

be intentional or accidental. Each major disaster creates a myriad of complicating

factors—loss of lives, destruction of property, feelings that range from anger to relief,

and the certainty that life will never be the same again.

In recent history, thirty-three people died in the Virginia Tech campus shooting

on April 16, 2007; and almost exactly twelve years prior, one hundred sixty-eight lives

were lost when terrorists bombed the Alfred P. Murrah Federal Building in Oklahoma

City. In the 1990’s over 800 families were evacuated and relocated as a result of toxic

chemical dumping at Love Canal near Niagara Falls, NY.1 World War II resulted in

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52,199,262 deaths; and on September 11, 2001, almost three thousand people perished as

a result of coordinated attacks by terrorists.2 Human-caused major disasters create great

losses and a wide array of feelings among victims, survivors, and on-lookers.

According to Deborah DeWolfe, “In human-caused disasters such as bombings

and other acts of terrorism, technological accidents, or airline crashes, survivors grapple

with deliberate human violence and human error as causal agents. The perception that the

event was preventable, the sense of betrayal by a fellow human(s), the externally focused

blame and anger, and the years of prolonged litigation are associated with an extended

and often volatile recovery period.”3 The issue of culpability causes a deep feeling of

anger that often results in blame, resentment, unforgiveness, and hostility. The human

heart interprets meaning in much different ways after human-caused disasters than after

natural disasters. There are deep spiritual implications as victims and survivors grapple

with values clarification and beliefs that have suddenly become ambiguous. Theological

issues become evident as people struggle with grief, sin, revenge, justice, or God’s

sovereignty. The wail of lamentations and mourning are heard throughout the land.

Natural disasters include floods, hurricanes, earthquakes, and tornadoes. They

may also include the lesser considered avalanches, wild fires, and ice storms. The

Southeast Aisa tsunami of 2004 was the worst tsunami to ever impact the world. There

were 8,212 fatalities; there are still 2,817 people missing; and the there were over 6,000

people displaced.4 According to the National Interagency Fire Center, “The 2006

wildland fire season set new records in both the number of reported fires as well as acres

burned. A total of 96,385 fires and 9,873,429 acres burned were reported. This season

[2006] was 125 percent above the 10-year average.”5 The third most deadly hurricane in

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recorded history—Katrina—was also over three times more expensive than the next most

expensive (Hurricane Andrew in 1992). Never before had an entire major American city

been evacuated as a result of a disaster; never before had we seen the resulting massive

governmental issues, including transportation, shelter, food, medical assistance, financial

aid, jurisdiction, and permanent housing. In some cases, natural disasters may even act in

concert with disasters caused by human error such as icy roads and inexperienced driving

that causes a multicar, multifatality pileup. Like human-caused disasters, natural disasters

cause loss of lives, destruction of property, psychological trauma, and spiritual distress.

These major disasters can overwhelm congregations, communities, states, and even

nations.

Strategic Planning: Disaster will happen—get ready

Life is full of “should-a, would-a, could-a.” When disaster strikes and chaos

ensues, most congregations wish they had been better prepared. They wish they had

planned for the possibility of a major disaster; but somehow the daily “crises” of

congregational life usurped time, energy, and resources from strategic planning for major

disasters. After the disaster hits, knowing the basics of planning will at least provide a

framework for filling the gaps.

J. T. Mitchell cites, “In the International Critical Incident Stress Foundation

(ICISF) model, strategic planning for group crisis intervention includes five key points:

categorizing the threat or theme of the critical incident, classifying the target population

to assist or support, selecting the types of interventions that will be utilized, determining

the implementation timing, and selecting the right team to provide the intervention.”6

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Using this model as a guide, congregational strategic planning for disasters could also

include variations of those same five points.

Congregations must first identify the immediate needs. Are there lives to be

rescued? Do people need basic survival resources— medical attention, water, food,

temperature appropriate clothing, shelter? These needs must be met in the initial

aftermath of a disaster and congregations are usually in the best physical location to

provide assistance since congregations are usually located in neighborhoods where

people live. The first hours or days following the impact of the disaster will be devoted to

rescue and meeting survival needs. All congregations should have some resources and

supplies in place for these immediate needs. What can your congregation do?

Next, congregations must determine who their target group is. Who will be the

recipients of spiritual care? Will it be the congregation, the neighborhood (the immediate

area surrounding the congregational facility), the rescue and relief workers who have

responded to the disaster, people with special medical needs, people who have been

displaced, relief agencies that need staging areas (a place from which to conduct the

business of providing relief), or another identified group? Most congregations cannot

minister to everyone. Making the decision of target group prior to disasters will enable

the congregation to provide focus to their planning and will help eliminate the problem of

making a hasty emotional decision to help everyone when there are inadequate resources

and skills. If congregations in the community made specific assignments prior to

disasters, each could offer some specialized assistance without being overwhelmed. Pre-

planning with a community clergy association could assist in this process.

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Each congregation must determine what resources they have to provide spiritual

care after a major disaster. Perhaps the resources are physical—space for sheltering, a

kitchen for mass feeding, a large parking area for emergency relief vehicles, an education

building for a temporary emergency day care facility. Or perhaps the resources are

human—a staff of mental health professionals, a staff of licensed children’s workers,

volunteers willing to do emergency tasks that don’t require extensive previous training

(handing out water, sorting clothing, answering phones, and the like), people with

construction skills and experience, people who speak foreign languages, trained crisis or

disaster chaplains. People resources could include volunteers, listeners, encouragers,

planners, counselors, or financial supporters.7 Or perhaps the resources are a diminutive

combination of these. Providing ministry to a particular target group will necessitate

knowing what resources are available for that ministry. Congregations will be frustrated

when they identify a target group then realize they do not have the resources to provide

appropriate spiritual care.

If your congregation will be providing direct care to congregants, victims, and

relief workers, it will also be necessary to identify what ministry interventions you are

able to provide. In other words, now that you know what resources you have, you must

decide what you will do. Most congregations cannot do everything for everyone. It will

be helpful to decide who you will be helping and what, specifically, will you be doing.

For example, will you provide the evening meal for one hundred disaster relief workers?

Will you provide emergency day care for fifty children, infant through five years old,

from 9 a.m. to 5 p.m., Monday through Friday? Will you provide disaster mental health

services to children and teenagers for the next six months? Will you provide shelter (with

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or without meals) for one hundred people for the next three months? While it may be

unrealistic to rigidly hold to these plans, without planning, it will be difficult to make

good decisions in the middle of overwhelming chaos and crisis needs. “Members of your

congregation need to share in the ministry of disaster recovery. Share the work with your

congregation. Know your limitations,” states Prepared to Care, a booklet on disaster

spiritual care.8

When congregations are also impacted (they usually are also “victims” in major

disasters), there are often some vacancies in congregational leadership. Good planning

will include some specific identification of who will lead and manage the disaster

spiritual care interventions that are being provided. These leaders and managers are not

necessarily congregational staff (staff persons usually have a myriad of other

responsibilities during the aftermath of disasters) but are congregants who are appointed

to lead and manage the disaster spiritual care operations. Depending on the target group

and the interventions you have decided to provide, these leaders may be predetermined

(for example, the day care director may supervise the emergency day care or the kitchen

director may supervise the mass feeding operations). Planning the leadership and

management structure prior to a disaster will help prevent leadership vacuums and

conflicts in crisis decision-making.

Appointing leaders and managers will be pointless if there are no followers or

workers. Congregations must enlist volunteers who will be providing the interventions.

Obviously, if pre-disaster strategic planning is occurring, there will be time for

enlistment, orientations, training, and skill building. If leadership is recruiting volunteers

post disaster, this will be a little more complicated. There is large possibility that many of

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the congregants will also be victims of the disaster. While this could make them

unavailable to provide interventions, this might also make some more “available” to

serve as volunteers. If they are being sheltered, they could also help in shelter

management. If they have no gas or power, they may assist in mass feeding while eating

meals with other victims. Someone must be tasked to actively recruit volunteer helpers.

When congregations and communities are overwhelmed after major disasters, it

may become necessary to identify regional and national resources. If you have already

done this, good; you have completed some essential strategic planning. The Work of the

Chaplain advises, “To minister effectively in community crisis and disaster relief,

chaplains [congregations] must familiarize themselves with the dynamics of relief

organizations and their partnerships with other agencies. Many of these relationships are

formalized through statements of understanding, but an equal number are informal

agreements to ‘work together for the good of the community.’”9 Congregations must

know which organizations and agencies provide assistance and what the parameters for

assistance are. Congregants and victims often call the congregational office for

information about housing, government assistance, free medical care, missing persons,

and other emergency concerns. Good disaster spiritual care includes providing accurate

information during emergencies. Use the information in the Resources section at the end

of this chapter to make contact with your local, regional, and national resources online.

Know what services they provide and whom to contact if necessary.

Good strategic planning includes training and education to prepare participants for

their role in disaster spiritual care. If you are reading this pre-disaster, you have many

possibilities to consider. The National Volunteer Organizations Active in Disaster

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(NVOAD) is comprised of many faith-based organizations that have various training

programs to prepare congregations and individuals to respond in the event of major

disasters. Furthermore, many of these faith-based organizations have online resources to

help prepare disaster volunteers for various roles in response. If you are in the middle of a

major disaster, one possible contact might be the American Red Cross Spiritual Response

Team. The Task Force liaison could provide some resources for people who could assist

with emergency field training. One of the most urgent training components will be

preparing clergy and laity to provide appropriate disaster spiritual care in the context of

religious and cultural diversity. Spiritual care must be perceived as helpful, caring, and

sensitive to the diversity of the population being served. Disaster spiritual care should

never be perceived as an opportunity to proselytize, preach, or convert victims as a

requirement for care. Learning to demonstrate respect for differences, sensitivity to

unfamiliar needs, and awareness of common trauma responses will be essential learning

components for all spiritual car providers.

According to Church Preparedness for Disaster, a congregation “…must plan

how it will respond to disasters, large and small, in the community. The plan needs to be

well-thought-out and discussed by the church [congregation] leaders. The people in the

congregation need to discuss the plan and determine how they, as individuals, can

become part of this ministry. The unprepared church will miss valuable opportunities to

minister if not prepared.”10

Strategic Implementation: How Will We Provide Disaster Spiritual Care?

Have you started your preplanning? If not, you are now doing strategic

implementation of the fly. An old adage says, “Timing is everything.” While timing

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might not be everything to everyone, timing is still essential for effective spiritual care.

Knowing the optimal time for beginning, executing, and ending disaster spiritual care

will create a sense of urgency among the volunteers to begin and a sense of

accomplishment when completed.

Know when your congregation will begin each type of intervention. During which

phase of disaster will you provide your interventions? By necessity, some interventions

will take place directly after impact—rescue, providing survival needs of medical

attention, water, food, shelter, providing spiritual comfort. Some interventions will take

place during the early impact phase—sheltering, mass feeding, clothing distribution,

helping to locate family members, or holding prayer services and vigils. Some

interventions will be used after most of the rescue workers have left—rebuilding, finding

jobs, small group interventions, memorial services, or pastoral counseling. Other

interventions may continue for years. Two years after the destruction of Hurricane

Katrina in New Orleans, organizations such as Operation Noah Rebuild, sponsored by the

Southern Baptist Convention, North American Mission Board, were still working and had

gutted 600 homes, built 37 and were working on over 160 more, with almost 1,500

families on their waiting list for help.”11

Know when your congregation will continue interventions and know when your

congregation will transition to pre-disaster ministry. Establishing the timetable for

disaster spiritual care will be helpful for both the providers and the recipients.

After weeks of serving three meals a day to victims of Hurricanes Katrina and Rita, mass-feeding kitchens in Sabine Pass began to close the kitchen. A woman who had lost her home and was still living in a tent, ranted and raved, “How can you abandon us like this? You’ll be killing us without food and water. How can you just pack-up and leave?”

38

There’s less guilt involved in terminating the intervention if it has been planned and

announced in advance. Furthermore, victims can begin making the physical and

emotional transitions without being shocked when relief workers suddenly pack-up and

leave. Congregations need to make the public aware of the timetable—when they will

begin ministry services and when they will end those services. There’s an appropriate

time to begin and an appropriate time to end. There’s never an appropriate time to pull

the rug out from under hurting people. There will come a day when the congregation will

say, “We’ve done our part. We need to get back to our normal routines.”12

Congregations must clearly understand their implementation processes.

Preplanning is a bonus, but if you are reading this in the middle of a disaster, make some

of these decisions immediately. Select one person to lead the team process—someone to

initiate the process after some of the decisions in the strategic planning stage are

completed. This person might also be the one who monitors the process and facilitates

course changes during the process, establishing specific points at which the process is

evaluated. The process leader establishes the chain-of-command and makes it clearly

understood by the entire congregational participants. There must clearly be one leader,

but leadership means listening to wise counsel, being willing to make changes, and

staying calm during chaos. The process will continue until all the evaluations and post

event education is completed. It will be helpful for future leaders if someone is assigned

to keep an accurate record of timetables, processes, and personnel.

Another essential part of the process is thanking the participants during and after

the event. This could take the form of verbal acknowledgement during the event,

recognition of group performance, or information through newsletters, bulletins, or

39

during the worship service. After the event, leadership must individually acknowledge

volunteers with written thanks. This could be accomplished by group leaders, team

leaders, or staff. Keeping accurate records of volunteers and their contact information

will be essential to this portion of the implementation phase. A helpful time of closure

might include a thank you banquet or certificates of appreciation. Written thanks and

certificates are often treasured for years after the event. Sometimes, community

acknowledgement may be accomplished through news articles or radio interviews.

Whatever the form, an appropriate thank you is essential. A sincere thank you is good

manners and strategic planning for future events.

Strategic Evaluation: We’ll Probably Make Mistakes, but We Can Improve

After the event has come to a close or is in the final process of closing, it will be

important to begin the strategic evaluations. You will have been doing smaller

evaluations throughout the process as you considered course changes. After the event is

over, you may feel so exhausted that evaluations are left for “later.” Typically, “later”

will never come and strategic evaluations will be relegated to an insignificant optional

detail as other responsibilities and crises take precedence. Make it a priority to complete

the evaluations. One less painful way to complete the evaluations is to have each part of

the team complete some part of the evaluations then meet as a team to review the

conclusions. Follow this with a celebratory meal and service. It will be a hallelujah day

for everyone!

Effectiveness in future events will increase as strategic evaluations are completed

and shared. Some of the areas to be evaluated might include the following: providers of

disaster spiritual care (for example, congregational and community volunteers or service

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providers), results of disaster spiritual care (How many were sheltered? How many

spiritual care contacts were made? How many religious rites and rituals were provided?

How effective was the use of the church property?), implementation process (How was

our timing? Did we have the right leadership? What could we have done differently? Did

we recognize our volunteers?), scope of ministry provided, resources used (Did we

duplicate ministry or pool resources with other agencies?), and collaboration with

regional and national resources (How could we prevent future turf wars? What other

training do our leaders need to be a part of? What did we learn by working with the Red

Cross or the NVOAD organizations?).

Pre-event strategic planning includes a specific process for completing

evaluations after the event. Many national relief organizations evaluate their participation

in disasters and follow-up with a document that states lessons learned or best practices, in

order to refine and improve their disaster services for the future.

Strategic Education: We want to teach others to provide disaster spiritual care

If knowledge is power, specialized training in disaster spiritual care issues could

empower congregations to be more effective in future disaster events. One of the primary

issues in the aftermath of major crisis is trauma and the distress that follows. Training

volunteers and congregations about basic disaster trauma helps prepare them for the

trauma issues they will encounter in victims and volunteers, reducing their personal

anxiety while increasing their ability to provide appropriate disaster spiritual care.

Learning the basics of stress mitigation and how to develop coping strategies will help

caregivers provide essential ministry to victims.

The impairment of human functioning has serious implications for not only the individual, but for every context within which that individual functions.

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Therefore, the impact of crisis can easily extend beyond the individual into the family, the work group, and even the community. Thus, psychological crisis can become a public health challenge by virtue of its ability to reach far beyond the individual who initially experiences the crisis. Perhaps the most severe and disabling crisis context is that of psychological trauma. It has been argued that psychological trauma can leave in its wake the most severe and disabling of the adult-onset mental disorders (Everly and Lating, 1995).13

The International Critical Incident Stress Foundation, one of the major training

organizations in the field of disaster response, offers several courses that could be helpful

in training volunteers in the basics of responding to trauma. Everyone working in disaster

spiritual care could benefit from these courses.

Volunteers and congregations also need to acquire basic skills in disaster spiritual

care. This may include learning skills related to ministering in cultural and religious

diversity, how to effectively listen to people’s stories, how to provide compassionate care

when people are grieving, how to communicate care through presence and being even

when they are unable to do very much, and how to provide age specific ministry that will

be helpful to individuals. Spiritual Care providers in disasters usually function in the

chaplain model – they make themselves available to provide ministry to all people. Some

people may profess a specific faith tradition, others may profess no faith.

Perhaps the congregational training will be to prepare volunteers in specific

disaster ministry disciplines—how to do mass feeding, how to run a shelter, how to

assemble printed resources, how to help victims negotiate the governmental systems, how

to complete assessments, how to undertake disaster clean-up, and how to deal with the

media. All of these disciplines require specific training and the most effective training is

completed long before the disaster occurs.

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A growing interest among laity is in the area of disaster chaplaincy—providing

intentional spiritual care directly to victims. With appropriate training, laity and clergy

are able to provide compassionate care that is welcomed and appreciated by many

victims. Without coercing victims to convert or radically change their beliefs, well-

trained laity and clergy have many opportunities to listen to the sacred stories of victims

and other opportunities to share their own faith when asked. Many victims perceive

unwanted religious discussions as unethical violations of their vulnerable status, so

training is vital in order to provide effective, appreciated care.

Disaster relief chaplains are often volunteers who have collegial relationships

with chaplains representing a variety of agencies and organizations. According to the

Southern Baptist Disaster Relief Chaplain Training Manual, “The growing awareness of

spiritual needs in crisis has begun to formalize the response of disaster relief chaplains.

National and international disaster relief agencies are beginning to work together to

coordinate spiritual care response in disasters of many kinds.”14 Many of these agencies

also have well developed training programs to prepare laity and community clergy to

function in the chaplain role during disaster spiritual care.

Crisis and disaster chaplains are highly trained in stress mitigation, trauma response, and victim psychology. Like other chaplain specialties, they are expert listeners and well acquainted with grief therapy and comforting grief. Previous education, training, and experience are the foundations for their ministry in this very specialized setting. 15

Congregations must also be trained in individual disaster preparedness. Each

family must have a clear understanding of how to prepare themselves for the possibility

of disaster. See chapter 3 for more about individual preparedness. NOVAD, the Federal

Emergency Management Agency, the American Red Cross, Lutheran Disaster Response,

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the North American Mission Board, and other faith-based organizations all have online

resources to guide individuals, congregations, and dioceses in disaster preparedness.

When individual family units are prepared, the congregation will have increased ability to

provide ministry to others while suffering fewer inconveniences of their own disaster

impact.

Pre-event training may be comprehensive and thorough, but on-the-job-training is

often a matter of touching on the most basic principles. Even if your congregations is

trained and ready, there is always the possibility that some will be affected by the event

and unable to fill their roles. Therefore, it is always prudent to have a mini-training

format planned. This would be a fast track field-training version of the ideal training. It is

training that provides some empowerment for the brave volunteers who step forward

when there is a disaster need.

Policies and protocols must be in place to manage and train the

spontaneous volunteers who arrive on the scene of disaster to “lend a hand,” “provide

disaster relief,” or “just help wherever I can.”

Final Words

Most congregations have never experienced a major disaster. Most congregations

have not planned to react to a major disaster. Unfortunately, many congregations will be

involved in the aftermath of a major disaster at some point. The most effective means of

surviving the chaos of a major disaster is to plan ahead - create specific strategies prior to

the event. But, if now is the time, begin with strategic planning:

• Identify the immediate needs (medical services, water, food, shelter, clothing)

• Identify the target for your disaster spiritual care ministry

• Identify what resources you have to provide disaster spiritual care

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• Identify the ministry interventions you are able to provide

• Identify who will lead and manage the interventions

• Identify who will provide the interventions

• Identify regional and national resources

• Identify the training/education that you will provide to prepare participants.

Next, employ strategic implementation

• Identify the timetable for your participation

• Create the implementation process

• Thank your participants.

When the event is over, apply strategic evaluation

• Evaluate the effectiveness of the disaster spiritual care ministry provided

• Evaluate the providers of disaster spiritual care

• Evaluate the results of disaster spiritual care

• Evaluate the implementation process

• Evaluate the scope of ministry provided

• Evaluate the resources used

• Evaluate the collaboration with regional and national resources

Finally, provide strategic education

• Educate volunteers and congregations about basic trauma issues

• Train volunteers in basic skills for disaster spiritual care

• Train volunteers in specific disaster ministry disciplines

• Train volunteers to lead and manage disaster ministry teams

• Train the congregation and dioceses in disaster preparedness.

Congregations must also train and develop volunteers who will become the

leaders and managers of disaster ministry teams. These people must have a working

knowledge of the incident command system and how other relief agencies operate and

interrelate. Leadership style inventories may be helpful in assessing specific roles for

individual leaders. Being the rabbi, pastor, priest, imam, chairman or the deacons, or

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elder in the presbytery does not automatically qualify a person to be a disaster spiritual

care team leader.

Remember that all the strategy in the world cannot account for the unexpected.

Disasters are chaos and change is always immanent. Hope for the best and plan for the

worst. Blessed are the flexible, for they shall not be broken.

No congregation is ever fully prepared. No one anticipated the impact of

Hurricane Katrina or the immediacy of Hurricanes Rita and Wilma, or the catastrophe of

September 11, 2001. With historical evidence that disasters are on the increase and that

the possibility of great impact on local communities is possible, be strategic and don’t be

the congregation who cries out, “What do we do now?”

1Wikepedia, (accessed 24 May 2007); available from http://en.wikipedia.org/wiki/Love_Canal, Internet.

2The History Place, www.historyplace.com/worldwar2/timeline/statistics.htm. 3 D. J. DeWolfe, Training Manual for Mental Health and Human Service Workers in Major

Disasters, U.S. Department of Health and Human Services: Center for Mental Health Services (Publication No. ADM 90-538), Section 2.

4UN Office of the Special Envoy for Tsunami Recovery, (accessed 24 May 2007); available from http://www.tsunamispecialenvoy.org/country/thailand.asp, Internet.

5 National Interagency Fire Center , (accessed 24 May 2007); available from http://www.nifc.gov/stats/summaries/summary_2006.html, Internet.

6 Jeffrey T. Mitchell, Critical Incident Stress Management (CISM): Group Crisis Intervention, 4th Ed. (Ellicott City, MD: ICISF, 2006), 71-74.

7 Preparing for Disasters: A Guide for Lutheran Congregations [manual on-line] (Chicago: Lutheran Disaster Response, accessed 22 April 2007); available from http://www.ldr.org/resources/PrepDisaster.pdf.

8 Prepared to Care: A Booklet for Pastors to Use in the Aftermath of a Natural Disaster (Chicago: Evangelical Lutheran Church in America, 2004), 8.

9 Naomi K. Paget and Janet R. McCormack, The Work of the Chaplain, (Valley Forge, PA: Judson Press, 2006), 81-82.

10 Church Preparedness for Disaster (Alpharetta, GA: North American Mission Board), 1. 11 Liz Szabo. “Faith Rebuilds House and Soul,” USA Today,7/20/07. 12Personal contact by author (Paget) with hurricane victim. 13George S. Everly and Jeffrey T. Mitchell, Critical Incident Stress Management: A New Era and

Standard of Care in Crisis Intervention 2d ed. (Ellicott City, MD: Chevron Publishing Company, 1999), 21-22.

14 “Naomi Paget, Southern Baptist Disaster Relief Chaplain Training Manual, (Alpharetta, GA: North American Mission Board, 2004), 2.

15 Paget and McCormack, The Work of the Chaplain, 81.

This Chapter 5 reprinted with the permission of the Editor, Rabbi Stephen B. Roberts, BCJC.

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